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【正文】 00 Source: McKinsey Global Institute study of the Indian economy EXAMPLES NA NA Manufacturing Supply chain Channel management Key account management/ Sales force effectiveness Pricing Purchasing/ supply management GAPS EXIST IN ALL AREAS OF OPERATIONAL PERFORMANCE Too many suppliers (250* vs. 100 for bestpractice) Unaware of ?pocket margins? 80% time on nonvalue added activities Poor channel capability and returns No systematic tracking of top customers and their satisfaction Too much inventory (140 days vs. 35 for bestpractice*) * Automotive industry analysis KEY MESSAGES I. Superior operations drives value creation II. Indian manufacturing panies face significant operations challenges III. New tools and mindset required to build operational excellence IV. Rewards from pursuing operational excellence can be large – the journey must begin now NEW MINDSET REQUIRED TO DRIVE OPERATIONAL EXCELLENCE Typical mindset Required mindset ?Limited top management involvement ?Driven by CEO agenda ?Incremental targets ?Stepchange improvement ?Subjective problem solving ?Focus on facts and root causes ?Adhoc implementation ?Relentless focus on change and consequence management ?Programme driven by “sparable” executives ?Led by the brightest and the best Source: Interviews Source: Interviews。 McKinsey Automotive Practice DESIGN FOR MANUFACTURE OF SELECT INDIAN SEGMENT A CARS* Productivity penalty Global best practice Car 1 Car 2 Car 3 Global best practice Car 1 Car 2 Car 3 Number of body panels Number of spot welds ?Press shop: 31% (represents 4% of total employment) ?Body shop : 25% (represents 19% of total employment) India India BOTTOM UP IMPROVEMENT PROGRAMS EVALUATE NUMEROUS IDEAS AND CAN YIELD LARGE BENEFITS ? In a typical program, more than 2,000 ideas are generated, rigorously evaluated and implemented ? Ideas are not capitalintensive ? Should yield payback in not more than one year ? Should be implementable in 36 months Rigorous evaluation of simple ideas… …could yield impressive results ? 3040% reduction in pressible costs (1020% reduction in total manufacturing costs) ? Significant reduction in downtime ? Large reduction in defect rate ? Better reliability and shorter throughput time in deliveries SUPPLY CHAIN – SIGNIFICANT GAPS EXIST From… To… “ Single solution for entire pany” – one size fit all approach ?Define what needs to be offered – Different customer service levels – Product variety and configuration ?Multiple chains within a pany “ Redesign to meet petitive benchmarks” ?Design to meet segmentspecific customer breakpoints “ Pushsystem is the only way Indian supply chains work” ?Pull (wherever possible) based on better forecasting and order management “ IT system will solve all suppl
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